Am. Architects - Design Team Grant Application
THE CITY OF ~
DUB E
~ck~
MEMORANDUM
November 1, 2006
TO:
The Honorable Mayor and City Council Members
(l'
FROM:
Michael C. Van Milligen, City Manager
SUBJECT: AlA Sustainable Design Assessment Team (SDAT) Grant Application
Planning Services Manager Laura Carstens transmits for City Council review and
approval, a draft grant application to the American Institute of Architects for the
Sustainable Design Assessment Team Program.
City Council direction is needed regarding the application components, particularly the
problem statement (project area, issues, barriers), objectives, timetable, student
resources, steering committee members, financial resources, media plan and
implementation plan.
The application has a very short time-line in that it is due by November 30, 2006. Now
that more is known about the program, a decision is needed to determine if the City
wishes to proceed at this time with the Sustainable Design Assessment Team Program.
I respectfully request that the Mayor and City Council approve a work session for 5:00
p.m. the evening of the November 20, 2006 City Council meeting to discuss this
application. The application would also appear on the November 20, 2006 City Council
agenda for further consideration.
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Michael c. Van Milligen
MCVM/jh
Attachment
cc: Kevin Eipperle, Durrant Group
Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Laura Carstens, Planning Services Manager
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MEMORANDUM
October 30, 2006
TO: Michael Van Milligen, City Manager
FROM:
Laura Carstens, Planning Services Manager ~
SUBJECT: AlA Sustainable Design Assessment Team (SDAT) Grant Application
INTRODUCTION
This memorandum transmits for City Council review and approval, a draft grant application to
the American Institute of Architects (AlA) for the Sustainable Design Assessment Team (SDAT)
Program.
On August 21, 2006, the City Council authorized submission of this grant application. The
program requires that the application be submitted by the State AlA Chapter. Kevin Eipperle of
the Durrant Group is currently President of the Iowa AlA Chapter. He has assisted with
coordination and preparation of the enclosed application.
BACKGROUND
Sustainable design is the art of designing physical objects to comply with the principles of
economic, social, and ecological sustainability. It ranges from the microcosm of designing small
objects for everyday use, through to the macrocosm of designing buildings, cities, and the
earth's physical surface.
Sustainable development is development that attempts to bridge the divide between economic
growth and environmental protection, while taking into account other issues traditionally
associated with development. It seeks to develop means of supporting economic growth while
supporting biodiversity, relieving poverty and without using up natural capital in the short term at
the expense of long term development.
DISCUSSION
The SDAT program is an interdisciplinary community assistance program that focuses on
principles of sustainability by bringing multidisciplinary teams of professionals to work with
community decision-makers and stakeholders to help them develop a vision and framework for
a sustainable future.
The SDAT program focuses on the importance of developing sustainable communities through
design. It provides broad assessments to help frame future policies or design solutions in the
context of sustainability and help communities plan the first steps of implementation.
SDA T Draft Grant Application
Page 2
The key to SDAT success is diversity and participation; the process involves multiple disciplines
and multiple stakeholders. The SDAT process includes not only the national team but also
government agencies and officials, private businesses, schools and students, community
members, and other parties as appropriate.
Additional information on the SDAT Program is enclosed.
RECOMMENDATION
The draft SDAT grant application is enclosed with recommendations developed by Kevin and
me. Our recommendations are summarized below in italics in a section-by-section breakdown
of the application.
Self-Assessment Checklist
We are required to complete the enclosed Self-Assessment Checklist and submit an application
using the enclosed Application Guidelines. This checklist has not been completed.
The SDA T team will expect to consider at least two topics in each of the three areas --
Environmental, Social, and Economic -- when developing the final scope of the project.
Local Steering Committee
The local steering committee is the key local organizing group for an SDAT project. It is
responsible for assembling local and regional information, organizing the preliminary meeting
and SDA T visit, and generating local media coverage during the entire project. The steering
committee should be comprised of people representing a diversity of perspectives within the
community.
We need to be sure that our steering committee represents all of our community, not just a few
select groups. Both public and private sectors should be well represented. Also, we have to
show how we will organize into subcommittees to plan and implement the SDA T. Naming co-
chairs of the steering committee is recommended. One of these should be designated the
primary contact.
We recommend that the Dubuaue steerina committee be co-chaired by Roy Buol, Mayor of
Dubuque, and Gordon Mills, Chairman and CEO of the Durrant Group. We recommend that the
steering committee be organized into subcommittees representing the 3 issue categories:
Environmental, Social, and Economic.
We suggest that local steering committee members be drawn from:
);. City Boards and Commissions
);. Community Organizations
);. Envision 2010 Committees
);. City, County, State and Federal Government
);. Educationallnstitutions
);. Iowa AlA Chapter Membership
Enclosed is a list of suggested resources to draw on for the local steering committee.
Local Technical Committee
A local technical committee has to be formed to gather background information to send to the
national SDA T team in preparation for the team visit. The information provided to the national
team should include local as well as regional overviews about topography, geology, hydrology,
SDAT Draft Grant Application
Page 3
codes, climate, maps, neighborhood types/stability, demographics, economic factors, and other
relevant subjects.
We recommend that the Dubuaue technical committee be co-chaired by Kevin and me.
Committee members would be drawn from City departments, local AlA members, and other key
partners.
Problem Statement
We have to provide a Problem Statement, which is a description of the issue(s) to be addressed
by the SDAT. A draft is provided in the enclosed application.
The first step is to define and describe the proposed studv area. We recommend that the study
area be the city limits of Dubuque and the surrounding fringe area within the City's two-mile
extraterritorial jurisdiction for subdivision review and approval.
The next step is to be as specific as possible about the nature and scope of the issues we wish
to address, describe why they are critical to our community, and describe how these issues
relate to development concerns at the regional, municipal, and neighborhood scales.
The issues we are recommending are identified generally in the application. They will need to
be expanded for the final submittal.
The next step is to identifv the barriers (physical, social, economic, political) that have limited
the community's ability to address its concerns or agree on solutions. We must include an
assessment of our community's most significant needs. We have to identify any past attempts
that have failed to resolve community issues.
The barriers we tentatively identified are described in the application. They will need to be
expanded for the final submittal.
Objective of SDAT Process
We must state what measurable results we hope the SDAT process will help us achieve and
how this process fits within other community planning and development efforts.
In this section, we have identified objectives from the Comprehensive Plan that are related to
sustainable design.
Costs of the Program
In 2007, each SDAT project is estimated to cost approximately $30,000. Our community should
be prepared to raise at least $5,000-$15,000. The AlA will provide for the travel and lodging of
the team, photography, digital scanning, the production and printing of the final report, web
posting of project information, and the AlA staff support at a total cost not to exceed $25,000.
Our community will be responsible for a monetary match of $5,000, in-kind contributions, and
any costs above the AlA combined contributions.
Funds may be raised from public and private sources that might include businesses, local
government, nonprofits, foundations, organizations such as the chamber of commerce, arts
councils, the local AlA component, and other groups and individuals. In-kind contributions are
often an excellent way to reduce costs.
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Page 4
Budget Directors Jenny Larson and Dawn Lang have identified that the $5,000 cash match is
available from cost savings in the Five Flags Civic Center Renovation Project. We still have to
identify specific potential donors (and amounts where possible), cash to be raised (and potential
sources), and possible sources of in-kind contributions.
Timetable for the Team Visit
The SDAT leader makes a preliminary visit. A local technical committee is formed and sends
background information to the national SDA T team in preparation for the team visit. The SDA T
visit spans three days.
The timetable we are recommending is based on Kevin's contact with other architects involved
with SDA Ts.
Student Resources
We must provide the name(s) of participating architecture, urban design, landscape
architecture, or environmental studies schools and faculty contacts.
Kevin is arranging for participation from Iowa State University may want to use the SDA T as a
part of a studio or class project. Kevin also is contacting local colleges for their interest in
participating. The Dubuque Community School District and University of Dubuque have
expressed interest to date.
Media Plan
We have to include an outline of your media plan with a list of local media outlets and contacts.
The application includes a draft media plan.
Implementation Plan
We have to include an outline of how we plan to implement the recommendations put forth as a
result of the SDA T process.
The application includes a draft implementation plan.
REQUESTED ACTION
Originally, the SDAT grant application was due by December 30,2006. The deadline has been
shortened to November 30, 2007. It is our intent to submit a draft application at the November 6
City Council meeting for initial review and direction, and to re-submit a revised application at the
November 20 City Council meeting for review and approval.
The requested action is for the City Council to provide direction regarding the application
components, particularly the problem statement (project area, issues, barriers), objectives,
timetable, student resources, steering committee members, financial resources, media plan,
and implementation plan.
Enclosures
cc: Kevin Eipperle, AlA, Durrant Group
SOAT
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDA T) PROGRAM
The SDAT program is an interdisciplinary community assistance program that focuses on
principles of sustainability by bringing multidisciplinary teams of professionals to work with
community decision-makers and stakeholders to help them develop a vision and framework for a
sustainable future.
Backl!round ofthe SDAT
The SDA T program focuses on the importance of developing sustainable communities through
design. It is modeled on the AlA's R/UDA T (Regional and Urban Design Assistance Team)
program, one of the AlA's longest-running success stories. While the R/UDA T program was
developed to provide communities with specific design solutions, the SDA T program provides
broad assessments to help frame future policies or design solutions in the context of sustainability
and help communities plan the first steps of implementation.
Since its launch in 2005, the following communities have participated in the SDAT program:
. Oklahoma City, OK
. Pittsfield, MA
. Northampton, MA
. Cache Valley, UT
. Forest City, NC
. Alexandria Township, NJ
. Longview, W A
. Guemes Island, W A
. Northern Nevada Region
. Hagerstown, MD
. Lawrence, KS
. Northeast Michigan
. New Orleans, LA
. Syracuse, NY.
SDAT Principles and Values
The SDA T program is based on an understanding of design as a process that:
. is integrative, holistic, and visual
. is central to achieving a sustainable relationship among humans, the natural environment,
and the place
. gives three-dimensional form to a culture and a place
. achieves balance among culture, environment, and economic systems.
The SDA T program upholds the AlA design assistance team values of:
. a multidisciplinary approach
. objectivity of all participating team members
. use of public processes and forums.
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SDA T Results
Many communities want to become more sustainable but are immobilized by conflicting agendas,
politics, personalities, or even the overabundance of opportunity. Further, many communities
have not yet taken stock of their current practices and policies within a sustainability framework;
others have identified issues of concern but desire assistance in laying out a plan of action to
increase sustainability. The SOA T process ensures that alternative solutions are given a fair
hearing and that options are weighed impartially.
The SOA T process will:
. inform the community of opportunities and encourage them to take action to protect
local and regional resources
. help the community understand the structure of the place at various scales and
contexts~from regional resources to the neighborhood scale
. explore and articulate the larger contexts and interactions of ecological, sociological,
economic, and physical systems
. visualize potential futures
. recognize and describe the qualities of a place by preserving the best elements of the
past, addressing the needs of the present, and planning for the needs of future
generations;
. identify and describe choices and consequences
. connect plans and actions
. advance the principles of quality sustainable communities
. help the community define the roles of various stakeholders
. develop a road map for the implementation of more sustainable policies and
practices.
SDA T Particinants
The key to SOA T success is diversity and participation; the process involves multiple disciplines
and multiple stakeholders. The SOA T process includes not only the national team but also
government agencies and officials, private businesses, schools and students, community
members, and other parties as appropriate.
AlA Center for Communities by Design and Otber Partners~ The AlA Center for
Communities by Design manages and staffs the program. The AlA also partners with other
organizations (such as the U.S. Environmental Protection Agency, the National Oceanic and
Atmospheric Administration, the American Society of Landscape Architects, and the American
Planning Association) as appropriate.
SDA T Application Review Panel-The Panel includes leaders from the AlA Center for
Communities by Design, a representative from the AlA Committee on the Environment (COTE), a
public representative (current or former elected official), and other representatives as appropriate.
Team Members-SOATs bring a team of highly respected professionals to work with community
decision-makers to help them develop a vision and framework for a sustainable future. Team
members are selected based on their experience with the specific issues facing the community.
These experts are from across the United States and volunteer their time to be a member of the
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SDA T. To further ensure volunteer objectivity, team members agree to refrain from taking paid
work for three years from the date of completion of the SDA T.
The lack of bias, the professional stature ofthe team members, and lbe pro bono nature of the
team's work generates community respect and enthusiasm for the SDA T process. This process
encourages the participation of stakeholders in the community. The passion and creativity that are
generated by a top-notch multidisciplinary team of professionals working collaboratively can
produce extraordinary results.
For each SDA T project, a team is assembled based on the project's unique issues. A typical team
consists of a team leader and four to six team members (depending on the scope and type of
project). Also an AlA staff person is assigned to each SDAT.
Local Steering Committee-The steering committee is the key local organizing group for an
SDA T project. It is responsible for assembling local and regional information, organizing the
preliminary meeting and SDA T visit, and generating local media coverage during the entire
project. The steering committee should be comprised of people representing a diversity of
perspectives within the community.
SDA T Proiect Phases
1. Preliminary Visit
Once the communities have been selected, the AlA Center for Communities by Design
commences discussions with the local steering committee. The SDAT leader is selected and then
a preliminary visit to the community occurs that includes the team leader and a staff member (an
additional team member may attend in some instances). The meeting is typically conducted over
a day and a half well in advance ofthe SDA T visit.
2. Preparations for the SDA T Visit
After the AlA forms the national team, a local technical committee is form ed and sends
background information to the national SDA T team in preparation for lbe team visit. The
information provided to the national team should include local as well as regional overviews
about topography, geology, hydrology, codes, climate, maps, neighborhood types/stability,
demographics, economic factors, and other relevant subjects. This information is sent well in
advance of the SDAT visit. In addition, the steering committee is responsible for organizing the
public participation for the visit and including multiple perspectives from the community. They
also play an active role in generating media coverage.
3. SDA T Visit
The SDA T visit spans three days and is held in a facility that contributes to an open process and
discussion. Scheduling of the visit depends on the availability ofteam members and other SDAT
projects. During the visit, the SDAT team tours lbe project area, reviews additional materials, and
interviews stakeholders and the public. Based on the information collected, the team develops
recommendations on how the community can become more sustainable. The visit includes time to
interact with participants as well as dedicated work time for the team.
On the last of day of the visit, the team will present their recommendations to the steering
committee and residents. The presentation will include observations on challenges, strengths, and
opportunities, as well as recommendations and a basic action plan. The recommendations will
have an audit or assessment focus. The SDA T will also, where possible, tie their sustainability
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recommendations into existing local government regulations and policies so as to contribute to a
comprehensive approach. The final report (approximately 40-45 pages) will typically be
submitted to the steering committee within 90 days of the SDAT visit.
4. Follow-Up Conference Call
Six months after the conclusion of the project, the steering committee and team will undertake a
conference call. The purpose of the call is to review the project's progress and address issues.
Prior to the conference call, the team leader and AlA staff will be available to answer questions.
5. One-Year Assessment
One year after the SDAT visit, selected members of the team will revisit the community to
undertake an assessment. Typically it is a one-day roundtable event that includes the steering
committee, SDAT representatives, and local groups and advocates. Questions will be addressed,
the project's progress will be reviewed, and recommendations will be updated if needed.
SDAT Application and Review Process
Interested communities that would like to apply to be an SDA T project are required to complete
the Self-Assessment Checklist and submit an application using the Application Guidelines.
Applications are to be returned to the AlA Center for Communities by Design.
AlA local components and their committees should be involved in the organizational and self-
assessment effort and help coordinate with local universities and other organizations. Ideally,
local components will lead the assembly of a steering committee for the effort. In any event, the
local or state AlA components must indicate their support in order for an application to receive a
favorable review.
The Application Review Panel will analyze communities according to:
. types of problems to be addressed, range of issues
. local commitment and support-public and private sectors
. political will to address issues of sustainability
. local matching funds and logistical support
. self-evaluation/assessment regarding issues and opportunities
. timing (in the decision-making process).
The review panel will review the 2007 SDA T applications in December 2006. The AlA Center
for Communities by Design may contact applicants with follow-up questions or conduct a site
visit if necessary. Final decision on acceptance/denial of each community's proposal for the 2007
applications will occur no later than January 5, 2007, at which point we will begin to notify and
begin work with the selected localities. The AlA plans to award eight to ten SDATs in 2007.
· Applications for 2007 SDATs must be received at the AlA bv II :59 p.m. PST on November 30.
2006.
Costs ofthe Prol!ram
In 2007, each SDA T project is estimated to cost approximately $30,000. The AlA will provide
for the travel and lodging of the team, photography, digital scanning, the production and printing
of the final report, web posting of project information, and the AlA staff support at a total cost not
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to exceed $25,000. The community will contribute a $5000 cash match, in-kind support onsite,
and will cover the monetary costs exceeding the cash match and the AlA's combined contribution
if necessary. Funds may be raised from public and private sources that might include businesses,
local government, nonprofits, foundations, organizations such as the chamber of commerce, arts
councils, the local AlA component, and other groups and individuals. In-kind contributions are
often an excellent way to reduce costs.
More Information
For more information about the SDAT program, visit www.aia.orglliv_sdat or contact Ann
Livingston, Esq., director of the Center for Communities by Design, alivinl!ston@aia.orl! or 202-
626-7405.
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SELF-ASSESSMENT CHECKLIST
This checklist is intended to help your community determine its potential for benefiting from a
successful SDA T process.
Mission
. What is the specific mission you wish to achieve through the SDA T process?
. Is the scope of the mission appropriate?
. Does it address the critical issues and concerns facing your community in the context of
sustainability?
. Based upon what you know about your community and the SDA T process, why do you
believe the SDA T process will help you achieve your mission?
Think about the overlapping realms of environmental, social, and economic issues and consider
how the following topics relate to one another and to the project mission. (SDA Ts will expect to
consider at least two topics in each of the three areas when developing the final scope of the
project-solving interrelated problems is often more effective than looking at issues as isolated
problems.)
Environmental
Air quality
Water quality/quantity
Open spaces
Wildlife habitat/wetlands
Flooding and drought
Natural disaster
Transit and land use
Energy efficiency
Flooding and drought
Social
Housinglaffordability
Public spaces
Ethnic/racial issues
Demographic/income shifts
Education
Sense of community/place
Pedestrianlbicycle options
Access to jobs/housing
Managing growth
Economic
Revitalization
Diversity
Jobs
Public services
Public policy/planning
Agricultural preservation
Traffic congestion
Transportation
Examples of Types of Issues an SDA T might address
Cache Valley Utah: Valley on the Veree
This community is facing extreme development pressure along its South Valley Corridor. Its
location adjacent to a primary transportation route, the scenic and aesthetic qualities ofthe area,
and its close proximity to city services and amenities have proven attractive to both commercial
and residential developments. This rapid and piecemeal expansion is threatening the integrity of
the built and natural enviromnents of the area; air and water pollution are major issues and
agricultural lands are under development pressure. The community recognizes the need for a
policy document that would promote sustainable development and prevent irreversible damage to
the environmental, social, and economic character of Cache Valley.
Guemes Island. WA: Creatine a Sustainable Guemes
The residents of Guemes Island have been engaged in creating a "greener" island for decades;
they are located in Skagit County and working to create a more sustainable island within that
larger context. The island's sole source aquifer is beginning to experience salt water intrusion,
housing prices are rising, the traditional rural character is under pressure, there is a local tradition
of seeking out alternative energy sources, residents are working to reduce energy consumption,
and there is much debate regarding the ferry, the only method of access to the island.
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Forest Citv. North Carolina: Weavine TOrle/her Communitv Betterment and Desirzn
This community hopes renovation and conversion of its historic textile mill into a mixed-use
development project will create momentum to revitalize the city's central core and create a
sustainable economy. Residents and leaders are seeking ways to develop and nurture programs
and policies that will enable the city to create the future it envisions.
Pittsfield. Massachusetts: Sustainable Urbanism in the Heart of the Berkshires
This community is looking to create a more diverse economic base that encourages cultural
tourism and strengthens the presence of art and artists in the community. After years of reliance
on a single national manufacturer that has resulted in water pollution and the impairment ofthe
environmental integrity of the waterfront, Pittsfield is looking to attract new and diverse
residents, encourage tourism by expanding the city's cultural resources, and diversify
employment opportunities in the area.
Project Area
. How will you describe the set of issues you hope the SDA T will focus on, as well as the
size and complexity of the geographic area you want to address?
. Is the project area one centralized place or is it several overlapping areas such as a core
area that requires a specific area plan, a municipality, or an even larger area such as a
region?
Participant Outline
. Who will be affected by the project outcome?
. Name the key individuals, organizations, institutions, and government agencies that
should participate in the SDA T process and their relationships to the project mission.
. What are the issues or problems each participant group or individual wishes to address,
and what outcome would they like to see that would create a winning situation?
. Which community decision-makers and leaders will help you to implement (or block)
strategies for improving your community?
SWOT Analysis
Think about:
. What are your community's notable strengths that will be important assets as you
undergo the SDA T process and implement the recommendations?
.
What are the weaknesses or internal factors that add to or detract from your community's
competitive advantage and environmental and social conditions compared with other
similar communities?
.
What are your community's oDDortunities (such as impending legislation or recent
advocacy efforts) that might affect the success of the SDAT?
.
What threats (such as external factors that can affect the community's success, e.g.,
regulations, economic trends, demographic changes, or natural hazards or disasters) to the
process exist?
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Community Commitment to the SDAT Process
The purpose of this analysis is to help your community assess its ability to fund, coordinate, and
manage the SDAT process.
.
Do you need to gain the approval for the SDAT process from your governmental body,
the community, or a specific neighborhood?
.
Have you identified the resource individuals, organizations or entities that will help to
develop information for and participate in the SDA T process? For example, do you need
to assemble information resources in the areas of environmental conditions,
transportation, economics and market conditions, and political support, among other
considerations?
.
Is your schedule (to prepare, conduct, and follow up on the SDAT process) realistic? Can
you commit to the time required to produce a successful SDA T process and product?
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APPLICATION GUIDELINES
Proiect Title
Include the name of the community in a short project title, such as:
Cache Valley, Utah: Valley on the Verge
Guemes Island, W A: Creating a Sustainable Guemes
Forest City, North Carolina: Weaving Together Community Betterment and Design
Pittsfield, Massachusetts: Sustainable Urbanism in the Heart of the Berkshires
Oklahoma City, Oklahoma: Industrial Transformation
Contact Person(s)
Include the name, address, phone and fax numbers, and e-mail address for the chair(s) of the
steering committee. Naming co-chairs of the steering committee is recommended. One of these
should be designated the primary contact.
Community Descrintion
(approximately one to two pages)
Include a brief history, population figures, demographics, economic information, form of
government description, geography/topography data, and anything else you think is pertinent. Be
sure to include information on regional setting (context) and influences. Necessary graphic
materials include maps, study-area site plans, photos (especially aerial views), and diagrammatic
maps showing locations and concentrations of specific community features and needs.
Description of the Issne(s) to be addressed bv the SDAT-Problem Statement
(approximately two to five pages plus maps)
Define and describe the proposed study area. Be as specific as possible about the nature and
scope of the issues you wish to address. Describe why they are critical to your community.
Describe how these issues relate to development concerns at the regional, municipal, and
neighborhood scales. Be sure to include information on the surrounding county if the proposed
study area is a municipality.
Identiry the barriers (physical, social, economic, political) that have limited the community's
ability to address its concerns or agree on solutions. Include an assessment of your community's
most significant needs (e.g., water supply concerns or public health issues). Tell us about any past
attempts that have failed to resolve community issues. Include as much graphic material as
needed to describe existing conditions.
Obiective of SDA T Process
(approximately 300 words)
State what measurable results you hope the SDA T process will help you achieve and how this
process fits within other community planning and development efforts. Try to avoid repeating the
problem statement.
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Bud!!et aud Fuudin!! Sonrees
In 2007, each SOA T project is estimated to cost approximately $30,000. Your community should
be prepared to raise at least $5,000-$15,000. The AlA will provide for the travel and lodging of
the team, photography, digital scanning, the production and printing of the final report, web
posting of project information, and the AlA staff support at a total cost not to exceed $25,000.
Your community will be responsible for a monetary match of$5,000, in-kind contributions, and
any costs above the AlA combined contributions.
IdentifY specific potential donors (and amounts where possible), cash to be raised (and potential
sources), and possible sources ofin-kind contributions. All sources do not need to be identified
by name at this time, but you should demonstrate a reasonable sense of funding feasibility.
Timetable for the Team Visitls)
IdentifY target dates for the preliminary visit, the team visit, and the follow- up. Include any
special reasoning that may affect the timing of any part of the process (e.g., six months before
scheduled comprehensive plan revision). Bear in mind that there will be a space of time between
approval of the application and the team visit and that the dates may be adjusted based on
program needs and availability of team members.
List of Steerin!! Committee Members
Provide addresses, affiliations, telephone and fax numbers, and e-mail addresses for all steering
committee members. Be sure that your steering committee represents all of your community, not
just a few select groups. Both public and private sectors should be well represented. Also, show
how you will organize into subcommittees to plan and implement the SOA T.
Student Resonrees
Provide the name(s) of participating architecture, urban design, landscape architecture, or
environmental studies schools and faculty contacts (name, address, phone fax numbers, e-mail
address). Include a letter of commitment from the school(s).The faculty member(s) should be
consulted and agree to coordinate student participation during the team visit, if a school is
participating. (Educators may want to use the S OAT as a part of a studio or class project.)
Media Plan
Include an outline of your media plan with a list of local media outlets and contacts.
Imulementation Piau
Include an outline of how you plan to implement the recommendations put forth as a result of the
SOA T process.
Attaehments
At a minimum, include as many letters of support as possible from community leaders,
neighborhood groups, churches, businesses and institutions, the mayor or town manager, public
agencies, and the local AlA component; maps and study area site plans; and photos, especially
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SDAT
aerial views. Diagrammatic maps showing, for example, locations and concentrations of specific
community needs can also be helpful. Feel free to include other materials that will describe your
community, such as newspaper articles covering key issues, tourism materials, and brochures
from the chamber of commerce or local economic development agency. These materials will help
the review team understand your community and the issues that need to be addressed.
Six complete hard copies ofthe application and a CD containing a PDF ofthe application
should be sent to:
SDA T Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
Qnestions about the application should be directed to:
Ann Livingston, Esq., Director, AlA Center for Communities by Design
202-626-7405 tel
202-626-7527 fax
alivin~ston@aia.or~ e-mail
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THE AMERICAN INSTITUTE OF ARCHITECTS
CENTER FOR COMMUNITIES BY DESIGN
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Dubuque, Iowa: Masterpiece on the Mississippi
SELF-ASSESSMENT CHECKLIST
This checklist is intended to help your community determine its potential for benefiting from a
successful SDAT process.
Mission
. What is the specific mission you wish to achieve through the SDAT process?
. Is the scope of the mission appropriate?
. Does it address the critical issues and concerns facing your community in the context of
sustainability?
. Based upon what you know about your community and the SDA T process, why do you
believe the SDAT process will help you achieve your mission?
Think about the overlapping realms of environmental, social, and economic issues and consider
how the following topics relate to one another and to the project mission. (SDATs will expect to
consider at least two topics in each of the three areas when developing the final scope of the
project-solving interrelated problems is often more effective than looking at issues as isolated
problems.)
Environmental
Air quality
Water quality/quantity
Open spaces
Wildlife habitat/wetlands
Flooding and drought
Natural disaster
Transit and land use
Energy efficiency
Proiect Area
Social
Housing/affordability
Public spaces
Ethnic/racial issues
Demographic/income shifts
Education
Sense of community/place
Pedestrian/bicycle options
Access to jobs/housing
Managing growth
Economic
Revitalization
Diversity
Jobs
Public services
Public policy/planning
Agricultural preservation
Traffic congestion
Transportation
. How will you describe the set of issues you hope the SDAT will focus on, as well as the
size and complexity of the geographic area you want to address?
. Is the project area one centralized place or is it several overlapping areas such as a core
area that requires a specific area plan, a municipality, or an even larger area such as a
region?
ParticiDant Outline
. Who will be affected by the project outcome?
. Name the key individuals, organizations, institutions, and government agencies that
should participate in the SDAT process and their relationships to the project mission.
. What are the issues or problems each participant group or individual wishes to address,
and what outcome would they like to see that would create a winning situation?
. Which community decision-makers and leaders will help you to implement (or block)
strategies for improving your community?
SWOT Analvsis
Think about:
. What are your community's notable strengths that will be important assets as you
undergo the SOA T process and implement the recommendations?
. What are the weaknesses or internal factors that add to or detract from your
community's competitive advantage and environmental and social conditions compared
with other similar communities?
. What are your community's opportunities (such as impending legislation or recent
advocacy efforts) that might affect the success of the SOA T?
. What threats (such as external factors that can affect the community's success, e.g.,
regulations, economic trends, demographic changes, or natural hazards or disasters) to
the process exist?
Community Commitment to the SOAT Process
The purpose of this analysis is to help your community assess its ability to fund, coordinate, and
manage the SOA T process.
. 00 you need to gain the approval for the SOA T process from your governmental body,
the community, or a specific neighborhood?
. Have you identified the resource individuals, organizations or entities that will help to
develOp information for and participate in the SOAT process? For example, do you need
to assemble information resources in the areas of environmental conditions,
transportation, economics and market conditions, and political support, among other
considerations?
. Is your schedule (to prepare, conduct, and follow up on the SOAT process) realistic?
Can you commit to the time required to produce a successful SOAT process and
product?
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Project Title: Dubuque, Iowa: Masterpiece on the Mississippi
Contact Person(s)
Chair of the steerina committee (primarv contact)
Name Roy D. Buol, Mayor, City of Dubuque, Iowa
Address City Hall-- 50 West 13'h Street, Dubuque, IA 52001
Phone number City Clerk's Office: 563-589-4120 Home: 563-588-4265
Fax number City Clerk's Office: 563-589-0890
E-mail address rdbuol@cityofdubuque.org
Co-chair of the steerina committee
Name Gordon E. Mills, FAIA, Chairman and CEO, Durrant Group
Address 700 Locust Street, Suite 942, Dubuque, IA 52001
Phone number 563-583-9131
Fax number 563-557-9078
E-mail addressgmills@durrant.com
Community Description
The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent to Illinois
and Wisconsin. The City is approximately 30 square miles in area, with a current population of
approximately 60,000 persons. The City's annual operating and capital budget is nearly $100
million and funds a full range of services.
Dubuque, Iowa's oldest city, was established in 1833 on the bluffs of the Mississippi River.
Historically known for lead mining, fur trading, button making, boat building, and logging, this
has been a vibrant river city since the early 1800s. As the 7th largest city in the state of Iowa,
residents enjoy a contemporary city with both Victorian charm and the conveniences of an
urban setting. Situated in a beautiful, natural location along the Mississippi River, Dubuque is
distinctive because of its steep hills and river bluffs - geographic features that many people
don't expect to find in Iowa.
The community has a long-standing manufacturing sector and a growing service sector.
Dubuque is the major retail, medical, education and employment center for the tri-state area.
Tourism continues to be a major economic force in the community.
The City of Dubuque has a city manager form of government, with the City Manager reporting to
the Mayor and six-member City Council. Four Council members represent the wards in which
they live. Two Council members serve at-large.
Economic Information
Situated at the intersection of Iowa, Illinois, and Wisconsin, Dubuque is a metropolitan service
area for seven surrounding counties. Employers in Dubuque draw from the labor force in the
Iowa counties of Dubuque, Clayton, Delaware, Jones, and Jackson Counties, as well as Grant
County in Wisconsin and Jo Daviess County in Illinois.
The City of Dubuque has a stable and diversified manufacturing employment base and is the
major tri-state retail center. While there are still several larger manufacturers here, there has
been a significant increase in technology based companies. Dubuque is also known for its job
opportunities in publishing, health care, tourism and education (K-12 as well as higher
education). Employment was strong throughout 2005. Dubuque ended fiscal year 2005 with an
unemployment rate of approximately 4.8 percent. Dubuque ranked second in Iowa among major
cities for job growth between July 2002 and July 2005. Even though Dubuque County holds only
3% of Iowa's population, it accounted for 9.6% of the new private sector jobs created in the
entire state from July 2002 to July 2005.
City government works in collaboration with the private sector to promote economic
development. The job creation and unemployment numbers show that Dubuque is holding
steady in a very volatile economic climate. Dubuque's construction numbers reveal an even
more encouraging picture.
DemoQraohics
The Dubuque metropolitan area covers a tri-state region of Iowa, Illinois, and Wisconsin. It
includes the cities of Asbury, Dubuque and Sageville and a portion of Dubuque County in Iowa,
the city of East Dubuque and a portion of Jo Daviess County in Illinois, and a portion of Grant
County in Wisconsin. Dubuque is the largest city in the metro area, whi~ experienced 9.76%
growth from 64,346 in 1990 to 77,018 in 2000. The metro area population is expected to
increase regionally by a total of 41 ,921 persons between 2000 and 2031.
The metro area elder population of 70+ years is expected to have a significant jump from 7,689
in 2000 to 21,725 in 2031 (a total of 14,036). Growth is expected with the gradual aging of the
"Baby Boomers" generation and improved life longevity.
There were 1,950 persons in the combined non-white population groups in 2000, showing an
increase in these groups of 122.9% between 1990 and 2000. In 2000, the largest single racial
ethnicity group was African-Americans with 805 or 2.5% of the population. Asians and Pacific
Islanders were the second largest group with 457 individuals in 2000.
Between 1990 and 2000, the metro area made gains in the income levels of some residents.
There were fewer people in the $5,000 and less bracket in 2000 than in 1990. There were
relatively steady increases through the $20,000 to $34,999 levels with much greater increases
to levels $35,000 through $150,000 or more. The bracket that grew the most is income from
$50,000 to $74,999. Median income in 1990 and 2000 rested at the $25,000 to $34,999 bracket.
A study by Economy.com showed Dubuque's personal income rate for 2004 grew at the fastest
rate in nearly a decade, up 35% from 2003.
Education
For K-12 education, the Dubuque Community School District offers public school education
through 11 elementary schools, 3 middle schools, and 3 high schools. The Holy Family Schools
system provides private, Catholic education through its 5 pre-K through sixth grade schools, one
middle school, and one high school.
For both traditional and non-traditional students, there are 4 colleges offering four-year degrees,
one two-year community college, and numerous technical schools and seminaries --- either in
Dubuque or within 20 miles of the city.
Transoortation
Dubuque is served by US 20 that stretches from central Iowa to central Illinois. Much of it is
four-lane. US 52 is a scenic two-lane that hugs the river's banks and stretches into northeast
Iowa, southwest Wisconsin and northwestern Illinois. US 61/151 is two and four-lane, and
carries travelers south to the Quad Cities and further south, west to Iowa City and onto
Interstate 80, and north into Wisconsin and onto Madison. Dubuque is connected to Interstate
80 by 4-lane US 61, Interstate 35 by 4-lane US 20. US 151 is 4-lane to Cedar Rapids (1-380)
and Madison (1-39/1-94). The Avenue of the Saints provides a 4-lane connection from St. Louis
to St. Paul.
The Dubuque Regional Airport serves both business and leisure travelers with flights to and
from Chicago's O'Hare International Airport. Private and corporate jets also make use of the
great central location of the airport for travelers as well.
Description of the Issue(s) to be addressed by the SDA T -Problem Statement
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approval.
Be as specific as possible about the nature and scope of the issues vou wish to address.
Describe whv thev are critical to vour communitv. Describe how these issues relate to
development concerns at the reaional. municipal. and neiahborhood scales.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi" but such was
not always the case for Dubuque. In the 1980s Dubuque was a city experiencing difficult times.
We were a community with double-digit unemployment, there was an exodus of residents from
our community and the State, struggling downtown businesses, disconnected neighborhoods
and most of all little hope from our citizens that we could create change. In January 1982
Dubuque's unemployment was 23%. Between 1980 and 1990, the city lost 7.8% of its
population, property tax rates increased, and the average home value fell 9%. A billboard in the
1980s proclaimed: "Will the last one to leave, please turn off the lights." However, community
leaders from the private and public sectors came together in four grassroots visioning efforts
over the past 20 years that helped change Dubuque.
In 2005, the citizens of Dubuque began to ask "What's next?" As Roy Buol stated upon his
election as Mayor in 2005, "The next five years will define the next 50 for Dubuque." Following
the Mayor's leadership, the City Council established Designation as a Green Community and
Sustainable Design Assessment as priorities. The City of Dubuque seeks to build on our long-
standing commitments to planned and managed growth, downtown and neighborhood
revitalization, riverfront redevelopment, economic growth and diversity to become a sustainable,
green community.
The issues and concerns that we recommend including in the SDAT Problem Statement are
highlighted in italics below:
Environmental
Air quality
Water quality/quantity
Open spaces
Wildlife habitat/wetlands
Flooding and drought
Natural disaster
Transit and land use
Energy efficiency
Social
Housing/affordability
Public spaces
Ethnic/racial issues
Demographic/income shifts
Education
Sense of community/place
Pedestrian/bicycle options
Access to jobs/housing
Managing growth
Economic
Revitalization
Diversity
Jobs
Public services
Public policy/planning
Agricultural preservation
Traffic congestion
Transportation
Identifv the barriers (phvsical. social. economic. political) that have limited the communitv's
abilitv to address its concerns or aaree on solutions. Include an assessment of vour
communitv's most sianificant needs (e.a.. water supplv concerns or public health issues). Tell us
about anv past attempts that have failed to resolve communitv issues.
The barriers we have identified are: planned and managed growth versus urban sprawl, bluff
development versus preservation, storm water run-off versus management, and franchise
architecture versus sense of place See you both at 1 :00. .
Planned and Managed Growth versus Urban Sprawl
The City of Dubuque has employed smart growth principles in planning and managing the
community's growth and development for years before smart growth became a national
buzzword. Since 1995, the Dubuque Comprehensive Plan has included goals and objectives
that incorporate "smart growth" principles, such as encouraging City-County cooperation, and
developing policies that enhance development of fringe areas and avoid unregulated sprawl.
The City's Comprehensive Plan goals include: maintaining compact and contiguous
development; accommodating projected residential, commercial and industrial expansion; and
facilitating planned and managed growth on the City's fringe.
Dubuque's development pattern varies within the corporate limits. The historic downtown
neighborhoods include some two- and three-story residential buildings that are still fully
residential. Other older neighborhoods include small lots in an urban street/alley grid pattern
with a mix of commercial and industrial uses along with neighborhood churches, parks and
schools. Newer neighborhoods reflect larger single-family lots in suburban-style subdivisions
with curvilinear streets and cul-de-sacs, largely separated from non-residential uses. In addition
to large brick warehouses in the industrial area adjacent to Downtown, Dubuque has large-scale
industrial parks along its riverfront and on the south and west ends of the community. Riverfront
redevelopment is underway, with a concentration of commercial and recreational attractions.
Neighborhood commercial areas are found along minor arterials throughout much of the city.
Big box retailers are located in planned unit developments along major arterials on the city's
west side. Campuses for colleges and hospitals generally are centrally located in the city.
Since 1997, the City has spent approximately $13 million for land acquisition, water and sewer
main extensions, construction of City streets, and site development costs for the Dubuque
I ndustrial Center West. These investments on the west side have opened up potentially
thousands of acres of land to meet development needs, with the capacity to serve those needs.
In addition to extending City service for new industrial parks and planning for development of
the urban fringe, the City of Dubuque has continued and strengthened its commitment to
funding and partnerships for downtown revitalization, neighborhood revitalization, and historic
preservation.
The city is restricted from expansion on its east side due to the Mississippi River, and is
challenged by rugged terrain and limited roadway systems on the north and south. Most vacant
developable land lies on the City's urban fringe. There is very little vacant developable land in
the core of the city. The City recently annexed 700 acres on the west side to add to this vacant
land inventory where City services and utilities can be readily extended. An adjacent
municipality appealed this voluntary annexation to the Iowa Supreme Court. The City of
Dubuque prevailed.
Development of residential subdivisions outside the corporate limits is outpacing the
development of these subdivisions within the city. This urban sprawl is most prevalent west and
south of the city. The City of Dubuque and Dubuque County worked together through a sub-
committee of the City's Long Range Planning Advisory Commission to develop an
intergovernmental agreement for regulating subdivision development in the City's two-mile
extraterritorial jurisdiction. The City adopted the agreement, but the County did not.
Bluff Development versus Preservation
Much of Dubuque's unique identity is found in the picturesque limestone bluffs that predominate
the city's six-mile riverfront. From wooded parkland to historic architecture, the physical beauty
of the blufflands creates a distinctive sense of place for the community. There have been
controversies over the several years with proposals for private redevelopment of bluffland sites.
One case resulted in a lawsuit and an injunction filed against the City Council. The City
prevailed, but legal action does not promote our community's long range goals.
Council members have received a lot of input from stakeholders on all sides of the issue of bluff
development versus preservation. There was no strong community consensus for either
position. The City Council has struggled with the inadequacy of existing zoning and historic
preservation regulations and the lack of community design guidelines to deal with this often
volatile issue.
Facilitation of an inclusive process involving the general community and stakeholders on all
sides of the issue of bluffland development versus preservation is needed to complete a
comprehensive bluffs plan. This effort is incorporated in the preparation of a Unified
Development Code (UDC) that will combine updated zoning, subdivision, sign, floodplain, and
historic preservation regulations.
Stonn Water Run-Off versus Management
The City of Dubuque's stormwater drainage system is large and complex. Steep slopes, tightly
packed homes, and soils that retard the infiltration of rain make stormwater management a
challenging endeavor in the City of Dubuque. Every year the City actively reconstructs
deteriorating, faulty storm sewer systems and extends others to improve the drainage of City
owned right-of-way.
Historically, the City has not collected tax dollars for the purpose of providing drainage facilities
on private property; however, many people are under the misconception that the City ensures
the adequate drainage throughout the city (e.g., the City is responsible for providing adequate
drainage on private property). In fact, it is each property owner's responsibility to promote the
drainage of his/her property.
Many drainage problems are of a localized nature, involving the drainage of only a few
residences. However, due to a growing number of citizen complaints the City Council
authorized the development of a Drainage Basin Master Plan for two of the major watersheds -
the North Fork Catfish Creek and Bee Branch drainage basins.
Extensive flooding was experienced in the North End and Washington Street neighborhoods in
1999 and in 2002, primarily due to stormwater exceeding the capacity of the Bee Branch storm
sewer that serves the area.
In August 2003, the City Council formed the Bee Branch Citizen Advisory Committee to work
with engineering consultants to determine the location and preliminary design of a means to
channel water out of the North End and Washington Street neighborhoods. Committee
members evaluated the potential benefits of an open channel, more detention basins, a bigger
storm sewer, runoff reduction controls, stormwater pumping, and various improvements to the
existing sewers. Committee members, neighborhood residents, and City Council members
were not in consensus as to the preferred solution prior to, during, and after completion of the
engineering study.
The City Council endorsed the Bee Branch Creek Restoration Study and a Capital Improvement
Budget that includes funding for the $31.8 million project. With property acquisitions beginning
in 2005, construction would begin in the summer of 2008 and be completed sometime in 2012.
Traditional Development versus Sustainable Design
Concerns with the Zoning and Subdivision Ordinances have emerged over time from City staff,
City officials, customers, and community stakeholders. The Zoning and Subdivision Ordinances
do not always adequately address land use, historic preservation, and urban design objectives
of the Comprehensive Plan such as encouraging a more urban streetscape, mixed use,
downtown housing, flexible site development, alternative transportation, and smart growth.
There are related issues in other sections of the City Codes, in City Engineering Standards, and
in City plans and policies which necessitate updating the Zoning and Subdivision Ordinances,
including: access management, parking, accessory uses, grading, excavation, erosion control,
storm water runoff, signs, traffic, landscaping, street trees, outdoor storage, screening, lighting,
dust, and noise.
The City of Dubuque, Iowa has retained consultants to prepare a Unified Development Code
(UDC) for the community. The UDC will combine updated zoning, subdivision, sign, and historic
preservation regulations. Our intent is to provide a user-friendly ordinance format that
implements the goals and objectives of the Comprehensive Plan, recognizes the diverse
physical characteristics of Dubuque's neighborhoods, and encourages planned and managed
growth. The City Council desires a UDC that results in quality development, that provides for
flexibility in development design, and that streamlines the development review process. At the
same time, the City Council wants the city of Dubuque to remain competitive for growth and
expansion of local and regional residential, office, retail, commercial, and industrial markets.
Objective of SDA T Process (approximately 300 words)
State what measurable results vou hope the SDAT process will help vou achieve and how this
process fits within other communitv plannina and development efforts. Trv to avoid repeatina the
problem statement.
Our Comprehensive Plan's Land Use and Urban Design Element opens with this Policy
Statement: Land Use and Urban Design Goals must address interrelated factors affecting the
physical development of a city, including the satisfaction of human needs, the vitality of the local
economy, the protection and enhancement of the natural and built environment and the
efficiency of public infrastructure and service provision. Urban design establishes a context for
development in response to the community's desired image. While new development is
encouraged, short term benefits must be weighed against long term impacts to the community's
quality of life. Land use and urban design decisions will always affect the future in significant,
and sometimes irreversible, ways. It is incumbent that a land use plan balance the need for
growth with the protection of existing community assets.
Our objective for the SDA T process is to help the community to embrace this Policy Statement,
and to help the City create implementation measures to promote principles of sustainable
design as part of all development. Specific objectives to reach this goal are:
o Enhance the aesthetics of new and existing development with special sensitivity to the
historic character and building materials found in the community.
o Avoid negative impacts on established development and street system.
o Encourage environmentally compatible and sensitive design that fits the development
site.
o Promote energy conservation efforts in building design, materials and orientation.
o Reflect land conservation practices in density and building patterns to encourage
compact urban form versus sprawl.
o Provide for flexible development requirements that avoid duplication in design.
o Adapt land use controls to fit the various historic development patterns and
neighborhoods that reflect urban, suburban and rural characteristics.
o Compliment the human scale and historic bulk and mass of existing structures when
designing new or redeveloped structures.
Budget and Funding Sources
The $5,000 cash match is available from City of Dubuque General Fund. Additional funding will
be sought from:
Timetable for the Team Visit(s)
This program schedule is developed to work with academic and city calendars. The desire is for
a spring timeline to maximize involvement from our stakeholder groups. Target dates for the
preliminary visit, the team visit, and the follow-up are as follows.
Desired schedule
Award of SDA T grant
January 5, 2007
Steering committee assembles information and planning for preliminary visit.
Local SDAT steering committee planning meetings January - February 2007
Preliminary visit by SDAT core team
March 1 - 2, 2007
Prepare for SDA T visit.
March 2007
AlA forms national team, local committees assemble additional technical information to provides
to the SDAT team, public meetings, participation and media plan are developed and
implemented.
SDA T visit
Late March - Early April 2007
The timing for this can be flexible. Weekdays are preferred for student involvement but not
required.
Report submitted to the steering committee
June 2007
Presentations given to City Council, School board, local partners and AlA chapter.
Follow-up conference call
November - December 2007
One year assessment
April 2008
Presentations and Reports to City Council, School Boards, local colleges, Iowa AlA Chapter
spring meeting and other opportunities.
List of Steering Committee Members
Provide addresses for all steerinQ committee members. Also. show how vou will orQanize into
subcommittees to plan and implement the SDAT.
City of Dubuque Boards and Commissions
Environmental Stewardship Advisory Commission
Park and Recreation Commission
Housing Commission
Historic Preservation Commission
Long Range Planning Advisory Commission
Transit Board
Envision 2010 Committees
Integrated Walking/Biking/Hiking Trail System
Warehouse District Revitalization
Government Agencies
City of Dubuque
Dubuque County
Dubuque County Conservation Board
Dubuque Metropolitan Area Solid Waste Agency
Iowa Department of Natural Resources
Iowa Department of Transportation
U.S. Environmental Protection Agency
U.S. Fish and Wildlife
U.S. Department of Housing and Urban Development
Educational Institutions
Dubuque Community School District
University of Dubuque
Loras College
Clarke College
Northeast Iowa Community College
Iowa State University
Community Organizations
Dubuque Area Chamber of Commerce
Dubuque Main Street
Neighborhood Coalition
Dubuque County Historical Society
Dubuque Area Churches United
Sierra Club - local chapter
Audubon Society - local chapter
Greater Dubuque Development Corporation
Alliant Energy I E-Community Program
Iowa AlA Chapter Membership
TBA
Student Resources
Provide the name(s) of oarticioatino architecture. urban desion. landscaoe architecture. or
environmental studies schools and facultv contacts.
John Burgart, Superintendent
Dubuque Community School District
Dr. Daniel Call
University of Dubuque
Loras College
Clarke College
Northeast Iowa Community College
Bruce Bassler, professor of architecture
Iowa State University
Michael Martin, Associate Dean of Landscape Architecture
Iowa State University
Media Plan
Include an outline of vour media plan with a list of local media outlets and contacts.
The purpose of the Media Plan is to ensure public knowledge of the SDA T project throughout its
development phases, acknowledge partnerships involved in its completion, and encourage
continued use of the principles of sustainability the project will offer.
As part of its long-term commitment to public involvement, the City of Dubuque will work
diligently to connect with Dubuque residents, businesses, and other stakeholders. The City of
Dubuque will use a variety of communication tools to keep Dubuque citizens informed on the
SDA T project.
The "City News" newsletter is published bi-monthly by the City's Public Information Office and
inserted into utility bills. This publication is distributed to more than 21,000 households. The
SDAT project will be featured in the newsletter.
Additionally, City Channel 8, the City's public access television channel, broadcasts to the City's
cable customers (with a penetration rate of more than 80% of households). Information about
the SDA T project will be broadcast.
The City's website, www.citvofdubuaue.ora. is a fast, efficient way to highlight new projects and
update ongoing plans. Free public access to the Internet is available at the Carnegie-Stout
Public Library, ensuring that citizens have access to the website. Information about the SDA T
project will be placed on the website.
Media releases will be used for major phases of the development of the SDA T project: grant
award, kick-off, significant milestones, and completion.
Implementation Plan
Include an outline of how vou plan to implement the recommendations put forth as a result of
the SDA T process.
The City of Dubuque will implement the results of the SDA T process in several ways. The timing
of the SDA T process with the creation of a Unified Development Code for the City will allow for
incorporation of sustainable development regulations and sustainable design guidelines into the
new UDC.
Attachments
At a minimum, include as many letters of support as possible from community leaders,
neighborhood groups, churches, businesses and institutions, the mayor or town manager, public
agencies, and the local AlA component; maps and study area site plans; and photos, especially
aerial views. Diagrammatic maps showing, for example, locations and concentrations of specific
community needs can also be helpful. Feel free to include other materials that will describe your
community, such as newspaper articles covering key issues, tourism materials, and brochures
from the chamber of commerce or local economic development agency. These materials will
help the review team understand your community and the issues that need to be addressed.
John L. Burgan
Superintendent 01 Schools
Dubuque Community School District
2300 Chaney Road
Dubuque, IA 52001
(563) 552-3012
(563) 552-3014/""
jburgart@dubuque.kI2.ia.us
Leorning. /,eading' Lilling
October 30, 2006
SDA T Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
To Whom It May Concern:
On behalf of the staff and Board of Education of the Dubuque Community School District and the
over 10,700 students we serve, I would like to express my support for the City of Dubuque's
efforts to have our community selected as a 2007 SDA T project site.
Having reviewed website information regarding the SDA T program, I am confident that Dubuque
would benefit greatly from the assistance that this team would bring to our community. In turn, I
am equally confident that Dubuque would bring to the project an already existing and visible
commitment to strengthening the cultural, environmental, and economic systems essential to
ensuring a vital and sustainable community.
In addition to issues directly related to education, our district has been a partner with community
agencies in discussing broader issues, such as energy efficiency, affordable housing available
throughout all parts of our community, ethnic and racial issues relating to involvement of families
with our schools, demographic distribution by income levels, pedestrian and bicycle options, safe
routes to schools, and transportation. These are among issues for which the additional sets of
eyes brought into our community by an SDA T team would be of great value.
I encourage you to give strong consideration to Dubuque's application for participation in the
SDAT program.
Yours truly,
l:~~ ?f~f.
'J
John L. Burgart
Superintendent of Schools